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jerryking : five_forces_model   7

Competitive Analysis for Competitive Advantage
(Charles Waud & WaudWare)
Who are my relevant competitors?
What are the criteria to determine customer value creation?
What are the priorities for competition?
Compared to the leading competitors, how do we look on each criterion?
On which criteria are we better?
On which criteria are they better?
How can we better position ourselves on our "strong" criteria?
How can we improve the customer's perception of our "weak" criteria?
Where should we allocate resources?
Where will future changes come from in my competitor's strategies?
On what key customer "value criteria" will they change?
How can we anticipate these changes and "reposition" our strategy most effectively?
Ivey  frameworks  competitive_advantage  market_segmentation  Five_Forces_model  value_chains  competitive_strategy  strategy  products  product_strategy  competitive_intelligence  experiece_curves  cost_analysis  comparative_advantage  customer_segmentation 
december 2012 by jerryking
Fundamental Forces Affecting U.S. Fresh Produce Growers and Marketers
Fundamental Forces Affecting U.S. Fresh Produce Growers and Marketers
Roberta L. Cook
JEL Classifications: Q13, L10, L22, M21
Keywords: Competitiveness, Fresh Fruits and Vegetables, Fresh Produce, Market Forces, Porter's Five Forces, Shipper, Structural Change
competitiveness  fruits  vegetables  Five_Forces_model  shippers  structural_change  Roberta_Cook  agribusiness  agriculture  farming  fresh_produce  competitive_landscape 
june 2012 by jerryking
"Structural Breaks" and Other Timely Phenomena -
December 12, 2008 |Adam Smith, Esq.|Bruce MacEwen.

Finally, some words about strategy in the midst of a structural dislocation. Times like these—especially times like these—call for coherent responses on behalf of your firm to the challenges out there in the marketplace. This, rather than any tepid or hypocritical "mission statement" or allegedly scientific market segmentation analysis that will be overtaken by events before it can be bound and distributed,, is the type of strategy that actually has traction today.

And the essence of such a strategy is a thoughtful and reflective view on the marketplace forces at work, and how they'll affect your firm, your talent pipeline, your geographic centers of gravity, and your client base. To produce a coherent, nuanced, and dynamic view of what's happening, there's no substitute for the hard work of thinking about this multi-dimensional chessboard, with almost daily midcourse corrections based on new data points and new conversations, essentially incoming at you all the time.
Bruce_MacEwen  McKinsey  financial_history  simplicity  ratios  strategic_thinking  talent_pipelines  structural_change  howto  customers  Five_Forces_model  competitive_landscape  situational_awareness  course_correction  disequilibriums  accelerated_lifecycles  dislocations  hard_work  dynamic 
november 2011 by jerryking

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